Tailor Made
Our tailor-made training is training organised for employees from a particular organisation with a specific goal. Depending on the desired goals, a combination of tools are assembled (workshops, talks, discussions etc.), the content defined and the duration of the tailor-made program decided on.
The focus, as always with Adizes SEE consultants and speakers, is on the implementation of tools and techniques. We offer you our professional recommendations and decades of experience, and together we create a program that fits your needs. Programs can be tailored to different target groups (top or middle management, groups of talents or successors, new employees etc.) as well as weighted towards a particular topic (management skills, communication, sales skills and tools etc.).
Practical Examples
Development programs for talent groups – middle management positions
Development programs for talent groups – middle management positions
The client is a successful regional medium-sized company with a diversified product range, mature as an organisation and with stable business growth. The problem they have identified as being a long-term limitation to growth and development is the relatively “weak” middle management. Weak in the sense of number of positions, as well as the knowledge and experience of the people who could fill those positions.
An employee development programme was created with the intention of growing the capacities and potential of middle managers. Here, too, the most important aspect of the programme was the way we combined different tools and worked on an extended basis with the client. The first step was to help the client select talent groups and optimise them to a size of up to 15 participants. We used several sets of internal selection tests to choose the groups and to set individual program goals for each of them. Of particular importance for our evaluations is the Spiral Dynamics test, which highlights the value attitudes of the individual and serves as a criterion of elimination for managerial positions since it does not tolerate major deviation between personal and company values. This test can easily predict the situation where “someone didn’t fit in”.
After defining the groups and individual goals, shared goals were also set in the context of the tools and skills requested by the client and ASEE as technical support, as needed for positions of middle management. The work lasted a year, with one working day per month set aside by the client, and we combined training modules and development interviews with participants. Training modules took the form of a series of interrelated workshops which expanded or went into greater depth on the topics under discussion. A total of seven workshops were held. Interactivity and ongoing effort in a clear direction allowed participants to truly master the tools and prepare them for their use in practice.
At the end of the program, exit testing showed that in terms of knowledge and tools acquired, all participants showed at least the minimum necessary level to continue further in their work, while 15% had results that were graded exceptional. Exit testing on participant job orientation and value system showed a direction of personal development with increased focus on goals and integration, readiness to work in an environment of diversity and openness to further learning. These exit results were evident in no less than 86% of participants.
Although we can be satisfied with the quantitative results of the implemented programme, what was particularly gratifying for the ASEE team that took part was the success experienced by the young people we worked with, and the satisfaction of the client company, which is continuing to grow and develop, and continues to be our client as we support them in some other areas.
First-line Management
First-line Management
Employee development program – general director and first-line management The client we created this programme for is a regional company with a number of units in several countries, with a good business tradition and currently, as an organisation, in the process of professionalisation on the road to Prime. One interesting detail is the fact that the performance and results of the company have significantly outgrown its organisational form, a situation often seen in entrepreneurial, family businesses, but not unknown in big companies as well.
A problem had been identified in a lack of coordination in the efforts of first-line managers, who were all very dedicated, well-paid managers whose behaviour was orientated via a model of planning and reporting. However the corporate culture showed a tendency towards improvisation, the styles of key people were rigid, with no feedback, and there was a lack of integration among newer managers and those who had “grown up” in the system.
A programme was created with a combination of organisational and training workshops, lasting seven months. The first step was the organisational workshop, which comprised a synergistic diagnosis using the Adizes methodology and resulted in open dialogue amongst the participants. This was followed by defining the lowest common denominator that all the top managers could agree on. Some tasks emerged from the workshops, with a particular focus on the team tasks that the Adizes consultant defined together with the participants and which the general manager took the final decision on. The further process of integration in the program was conducted along two parallel lines. The first sessions of the teams addressing the identified problems were integrated by the ASEE consultant and were held every couple of weeks. There were also one-day training module held once a month for all the top managers together. The modules primarily addressed the topics of improving communication, meetings and teamwork. Changing the corporate culture began by taking ongoing steps in a clearly-defined direction.
Regardless of how mundane and ordinary the idea may seem that communication training can impact the culture, it is absolutely true, provided it is not just training, but a set of steps involving extended and targeted work on the elements of communication between people, with a keen awareness of their differing interests. The qualitative evaluation of the results at the end of the programme showed that the workshops (both the organisational and the training workshops) had generated integrative effects within the group – i.e. team-building – and that the specific knowledge and skills acquired in the training modules had raised the knowledge levels of all participants. All the managers who took part in the programme gave positive feedback and commented on the more open and constructive working atmosphere that they had created together during and after the programme.
These deep interventions in the culture need to be continued with further steps, with extended work from the inside, regardless of whether external consultants will provide support. In this case we are somewhat optimistic .
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